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1. THE TECH SET
Ellyssa Kroski, Series Editor
Sarah K. Steiner
Strategic
Planning for
Social Media
in Libraries
11 12 13 14 15 16 17 18 19 20
LIBRARY AND INFORMATION TECHNOLOGY ASSOCIATION
StrategicPlanningforSocialMediainLibrariesSteiner
American Library Association
50 E. Huron Street
Chicago, IL 60611
1 (866) SHOPALA (866) 746-7252
This is the series to acquire and share in any institution over the next year. I think of it as a
cost-effective way to attend the equivalent of ten excellent technology management courses led
by a dream faculty! TECH SET®
#11–20 will help librarians stay relevant, thrive, and survive. It is
a must-read for all library leaders and planners.
— Stephen Abram, MLS, Vice President, Strategic Relations and Markets, Cengage Learning
“
”
Find out more about each topic in THE TECH SET®
VOLUMES 11–20
and preview the Tables of Contents online at www.alatechsource.org/techset/.
Each multimedia title features a book, a companion website, and a podcast
to fully cover the topic and then keep you up-to-date.
Strategic Planning for Social Media in Libraries is part of
THE TECH SET®
VOLUMES 11–20, a series of concise
guides edited by Ellyssa Kroski and offering practical instruction
from the field’s hottest tech gurus. Each title in the series is a
one-stop passport to an emerging technology. If you’re ready
to start creating, collaborating, connecting, and communicating
through cutting-edge tools and techniques, you’ll want to get
primed by all the books in THE TECH SET®
.
New tech skills for you spell new services for your patrons:
• Learn the latest, cutting-edge technologies.
• Plan new library services for these popular applications.
• Navigate the social mechanics involved with gaining buy-in
for these forward-thinking initiatives.
• Utilize the social marketing techniques used by info pros.
• Assess the benefits of these new technologies to maintain
your success.
• Follow best practices already established by innovators and
libraries using these technologies.
11. Cloud Computing for Libraries,
by Marshall Breeding
12. Building Mobile Library Applications,
by Jason A.Clark
13. Location-Aware Services and QR Codes
for Libraries, by Joe Murphy
14. Drupal in Libraries, by Kenneth J.Varnum
15. Strategic Planning for Social Media
in Libraries, by Sarah K. Steiner
16. Next-Gen Library Redesign, by Michael Lascarides
17. Screencasting for Libraries, by Greg R.Notess
18. User Experience (UX) Design for Libraries,
by Aaron Schmidt and Amanda Etches
19. IM and SMS Reference Services for Libraries,
by Amanda Bielskas and Kathleen M.Dreyer
20. Semantic Web Technologies and Social Searching
for Librarians, by Robin M.Fay and Michael P.Sauers
15
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2. Sarah K. Steiner
Strategic
Planning for
Social Media
in Libraries
THE TECH SET
Ellyssa Kroski, Series Editor
11 12 13 14 15 16 17 18 19 20
ALA TechSource
An imprint of the American Library Association
Chicago 2012
#
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3. © 2012 by the American Library Association. Any claim of copyright is subject
to applicable limitations and exceptions, such as rights of fair use and library
copying pursuant to Sections 107 and 108 of the U.S. Copyright Act. No
copyright is claimed for content in the public domain, such as works of the
U.S. government.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Steiner, Sarah K.
Strategic planning for social media in libraries / Sarah K. Steiner.
p. cm. — (The tech set ; #15)
Includes bibliographical references and index.
ISBN 978-1-55570-779-8 (alk. paper)
1. Online social networks—Library applications. 2. Social media. 3. Libraries
and community. I. Title.
Z674.75.S63S74 2012
302.30285—dc23
2012007202
This paper meets the requirements of ANSI/NISO Z39.48-1992 (Perma-
nence of Paper).
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4. ᮣ
CONTENTS
Foreword by Ellyssa Kroski . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2. Types of Solutions Available . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3. Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4. Social Mechanics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
5. Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
6. Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
7. Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
8. Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
9. Developing Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Recommended Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Don’t miss this book’s companion website!
Turn the page for details.
ᮣ iii
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5. THE TECH SET® Volumes 11–20 is more than just the book
you’re holding!
These 10 titles, along with the 10 titles that preceded them, in THE TECH
SET® series feature three components:
1. This book
2. Companion web content that provides more details on the topic
and keeps you current
3. Author podcasts that will extend your knowledge and give you
insight into the author’s experience
The companion webpages and podcasts can be found at:
www.alatechsource.org/techset/
On the website, you’ll go far beyond the printed pages you’re holding
and:
ᮣ Access author updates that are packed with new advice and
recommended resources
ᮣ Use the website comments section to interact, ask questions,
and share advice with the authors and your LIS peers
ᮣ Hear these pros in screencasts, podcasts, and other videos
providing great instruction on getting the most out of the latest
library technologies
For more information on THE TECH SET® series and the individual titles,
visit www.neal-schuman.com/techset-11-to-20.
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6. ᮣ
PREFACE
Since the beginning of social media’s rapid rise in popular culture,
hundreds of articles and studies have been published on its vital
importance to corporations and institutions. Profit and nonprofit
organizations alike have come to recognize the value of social media
networks and communications to their target audiences and have
taken steps to leverage it to create customer awareness and loyalty.
Social media use is on the rise almost everywhere, with almost every
group. In this new world where people tune out advertising automati-
cally, they turn to social media to get information from friends, col-
leagues, and strangers. Strategic Planning for Social Media in Libraries
will show you how a little bit of time and a good plan can make the
best use of this smorgasbord of resources.
Librarians have been trailblazers in the field of social media services,
and many library employees believe that a library presence in these
new platforms is integral to libraries’ continued relevance in the age
of social media. According to a study published in 2011 (pp. 3–4) by
Curtis R. Rogers at the State Library of South Carolina, 78.6 percent
of libraries are using social networks to communicate with patrons.
Close to 52 percent use blogs, 40.2 percent use photo-sharing tools,
and 29.1 percent use video sharing.
While we’ve clearly made strides in entering the world of social
media, we often neglect the planning phase that is so common in our
other services and in the business world. We’re excited to participate
in these new forums, so we leap in, but we make few or no plans to
target, maximize, maintain, or assess our efforts. The library science
literature has recently revealed disappointing returns on investment
from many of these unplanned social media services, and those returns
have led to increased interest in assessment and planning. Many library
social media advocates previously felt planning was cumbersome and
ᮣ ix
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7. irrelevant in the ever-shifting landscape of social media. But now, for-
profit and nonprofit businesses alike have found that strategic planning
can help them change from a culture of confusion and last-minute
reactivity to a culture of agility and proactivity.
Strategic Planning for Social Media in Libraries emphasizes informal
and formal internal communication as a means to create buy-in and
interest in the planning phase. Communication is fundamental to the
success of any plan, and often the most meaningful communications
do not take place in formal meetings.
Library employees may feel nervous or even threatened by the
process of planning, especially for social media, so let’s review some
basics of strategic plans. A strategic plan:
ᮣ guides you to the most plausible and noteworthy platforms/
services and helps you maintain them sensibly and well.
ᮣ is broad enough to set direction without limiting your explo-
ration of new service opportunities or inhibiting creative test-
ing/piloting. There is always a place for new services to be
explored, even if they are not detailed in the plan.
ᮣ is not an exhaustive list of all the things you can or should do,
but a guide to help focus your efforts. The point of a strategic
plan is not to reduce options or limit choices, but to assist in
decision making.
ᮣ is not a replacement for administrative guidance and leadership.
ᮣ ORGANIZATION AND AUDIENCE
Strategic Planning for Social Media in Libraries offers a practical guide to all
phases of social media planning in your library. It provides a practical,
scalable, step-by-step plan for creating and maintaining a successful
library social media strategic plan. It includes detailed tips and advice
on how to strategize for social media services in a way that will:
ᮣ guide library employee decisions,
ᮣ minimize time spent while maximizing return on investment,
ᮣ maximize positive patron outcomes,
ᮣ protect libraries from legal repercussions, and
ᮣ leave opportunities for flexibility, change, and testing of new
social media platforms.
All instructions are based on a platform of identification and assess-
ment of a target audience and honest assessment of your library’s
abilities to meet the plan you set.
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8. The chapters are organized to be of use to anyone, regardless of
past experiences with strategic planning or social media. I have built
suggestions for scalability into the text for employees of very small
libraries, but many of the scenarios provide information for libraries
with many employees. If you are in a smaller library, strategic planning
for social media is still often a great idea; if you’re in a very small
library, you can probably just skip over the sections that deal at length
with team formation, though you may want to come up with a differ-
ent model for getting feedback if you don’t have many or any library
coworkers.
Strategic Planning for Social Media in Libraries most closely details the
traditionally structured model of strategic planning but includes sug-
gestions for libraries where a more organic planning style is pre-
ferred. It addresses the initiator or leaders of the strategic planning
process in your library. Strategic planning jargon has been intention-
ally minimized. The focus lies on the process of planning itself and
how planning relates specifically to social media. Each library is
unique and will have different goals; therefore, I will refer to various
social media platforms or goals as examples, but I will not delve into
many specific details of their use.
Chapter 1 provides definitions of social media and of strategic plan-
ning, and it offers an argument as to why libraries should use strategic
planning more frequently. Chapter 2 provides an exploration of the
levels and types of strategic plans available. A distinct and separate
plan for social media may be the best option for some libraries, while
others may want to build goals for social media into their library-wide
strategic plan or even take a less formal route. Chapter 3 and Chapter
4 offer details on preparing to write your plan and of the social
mechanics involved in forming a team and creating buy-in. Chapter 5,
the most in-depth, guides the reader through the process of gathering
data to inform the plan and then drafting the plan itself. It also
covers the integral and often misunderstood area of relevant policy
creation. Chapter 6 offers advice on marketing the plan, primarily to
internal stakeholders, who will care more about the plan itself than
patrons. Chapter 7 includes best practices for the care and feeding
of your new plan. Chapter 8 offers some metrics and assessment tips
for the plan itself. Chapter 9 covers emerging trends in the area of
strategic planning, and finally Recommended Reading and References
provide annotated lists of additional readings and resources. If all of
these steps seem like an overwhelmingly large time commitment for
just one little plan, keep in mind that the impact of all your work will
Preface ᮣ xi
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9. stretch out for years to come. The assessment portions of your social
media plan will probably be of unexpected or parallel use in many
different areas throughout the library, and the plan items themselves
will go on to be the basis for many projects. So, while the plan is the
foremost purpose of these steps, the impact of your efforts will be far
broader.
In a world where we constantly compete for funding and will prob-
ably continue to do so indefinitely, Strategic Planning for Social Media in
Libraries will help you consider how all avenues can best be used to
reach patrons, meet their needs, and ensure continued relevance as
institutions. If you take the time to assess and plan accordingly, you can
carefully and critically use the world of social media to more effectively
deliver and market library services. The planning phase may require
more effort and time on the front end, but it can save just as much
time and frustration during later stages of service management and
can dramatically increase your success in social media endeavors.
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10. ᮣ
1
INTRODUCTION
ᮣ What Is Social Media?
ᮣ What Is Strategic Planning?
ᮣ Social Media + Strategic Planning
This chapter will provide an overview of social media and of the
basics of strategic planning. After these basic tenets of the book are
defined, I will offer a rationale for using strategic planning in relation
to social media–based services in libraries.
ᮣ WHAT IS SOCIAL MEDIA?
The term “social media” is multifaceted and complex, and it has been
defined in many different ways. For the purposes of this book, “social
media” will refer to any online platform that allows users to link to
each other and contribute and share content and/or commentary.
On the whole, social media is intended to facilitate sharing, collabo-
ration, transparency, and conversation. The aim of social media is to
form a large, internally communicative collective that works together
to create meaning and content. So, instead of a few gatekeepers pars-
ing out information to the masses, in the world of social media the
masses produce, evaluate, and share the information themselves. The
ultimate output of social media is a huge body of content created
directly and often collaboratively by the web’s users. These creations
are known as user-generated or user-created content. Suzanne Vara
(2010) notes that “social media is not a new conversation, but a new
way of conversing.”
A recent article on the types of social media found that six primary
types exist: “collaborative projects, blogs, content communities, social
networking sites,” and two types of virtual worlds: “virtual game
worlds, which ask users to follow the rules of the game, and virtual
ᮣ 1
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11. social worlds, wherein users can behave without rules in almost any
way they like” (Kaplan and Haenlein, 2010: 59). These categories are
useful in understanding the huge scope of social media, and they cor-
respond to the 2007 OECD (Organisation for Economic Co-operation
and Development) statement that in order for content to be genuinely
user-generated, it must meet three criteria:
1. it must include “content made publicly available over the
Internet,”
2. it must “[reflect] a certain amount of creative effort,” and
3. it must be “created outside of professional routines and practices”
(OECD, 2007).
As Kaplan and Haenlein (2010: 61) point out, “The first condition
excludes content exchanged in e-mails or instant messages; the
second, mere replications of already existing content (e.g., posting a
copy of an existing newspaper article on a personal blog without any
modifications or commenting); and the third, all content that has
been created with a commercial market context in mind.”
A Shift in Leadership
Strategic planning has traditionally been seen as the duty of top administrators.
However, some professional strategic planners do find a “planning from the ranks”
approach to be useful, and I like it the best. In the spirit of social media, we may
do well to continue this second, more inclusive, model, where administrators and
nonadministrators alike are included in setting the direction for social media.
This list is by no means comprehensive (and will, surely, soon be
dated), but some concrete examples of social media include:
ᮣ Social networking platforms, such as Facebook, Meetup, and
LinkedIn
ᮣ Social news sites, such as Digg and Reddit
ᮣ Location-based social networking services, such as Foursquare
and Facebook Places
ᮣ Website and group creation software, such as Ning
ᮣ Wikis, such as Wikipedia
ᮣ Video- and photo-sharing sites, such as YouTube and Flickr
ᮣ Social bookmarking tools, such as CiteULike
ᮣ Blogging and vlogging sites, such as LiveJournal
ᮣ Microblogging sites, such as Twitter and Tumblr
ᮣ Book-sharing sites, such as LibraryThing and Goodreads
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12. ᮣ Community question-and-answer sites, such as Yahoo! Answers,
Quora, and WikiAnswers
ᮣ Virtual worlds, such as Second Life (an example of a virtual
social world) and EverQuest and World of Warcraft (examples of
virtual game worlds)
This brief list and escalating usage statistics among users of all ages,
ethnicities, and socioeconomic groups show how pervasive social
media has become. While social networking services have emerged at
present as the most frequently used of these groups, many of the
others command significant time and attention from the populations
in our library service areas and can be used by libraries to deliver
valuable content and services.
ᮣ WHAT IS STRATEGIC PLANNING?
Strategic planning is the process of defining strategy for future direc-
tions for an organization or, in this case, suite of services. A strategic
plan will help you:
ᮣ identify the needs of your target audiences,
ᮣ identify the ways in which you can meet those needs, and
ᮣ identify ways to respond confidently and proactively to changes
in those needs.
By planning, you set a rough guide for your library to follow. That
guide will be a largely common sense–based quantification of ideas
and initiatives that are already present and even obvious in your mind
and the minds of your patrons.
Different planning gurus each lay out different steps and varia-
tions on the process, but I like Carter McNamara’s description best;
he says, simply, that a strategic planning team will consider three
points:
1. Where the organization is
2. Where the organization should go
3. How the organization can get there (McNamara, 2011)
A solid strategic planning team will have to consider a fair amount of
data in conjunction with each of these points, some formal and some
informal. Those data will relate primarily to the patrons being targeted
but also to the library employees’ abilities to achieve the goals they
identify. The process usually takes between three and six months but
can be done more quickly.
Introduction ᮣ 3
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13. You can also choose to implement a rolling cycle of planning in
order to stay even more flexible. Many libraries use this approach to
plan for social media and find it best meets their needs. You may even
find that you want to do some planning but don’t want to have a
strategic plan with initiatives, goals, and action items. This book is
designed so that you can skip around and sample the different
planning projects that suit you and your library in order to produce a
plan that is feasible and truly attainable.
Strategic plans are, in most cases, generated using the direction set
by formal vision, mission, and even values documents for the institution
or the service. Vision and mission statements will be discussed at
length in Chapter 5, but, on the whole, they are brief statements that
provide the library’s purpose, ambitions, goals, guiding principles,
and philosophy. You will have to decide if you want to generate a
vision and mission specific to social media or if you would rather use
existing larger scale documents. The formal strategic plan itself has a
tiered organizational structure that lays out broad goals. Each goal
will be more closely directed by strategic initiatives, which will in
turn be directed to action items. In your final product, all of these
components come together to form a flexible and useful guide that
can help facilitate informed and meaningful decision making.
Columbus Metropolitan Library’s strategic plan offers a great visual
illustration of the process of general strategic planning (Columbus
Metropolitan Library, 2011: 2). In Figure 1.1, the role of mission,
vision, and strategy are clearly aligned with definitions and time
frame guides.
ᮣ SOCIAL MEDIA + STRATEGIC PLANNING
Countless studies show that, for a number of psychosocial reasons,
social media has become a point of congregation for individuals from
all age groups and walks of life. Furthermore, they don’t want to
interact with just each other but also with us, as representatives of
nonprofit businesses. A large body of research on social networking
platforms has shown that marketing conducted in social media can
be far more effective than marketing done in any other type of
medium, including dedicated websites. Most compellingly, Universal
McCann’s 2010 study Wave.5: The Socialization of Brands has docu-
mented some striking findings about what social media usage means
for nonprofit organizations. Overwhelmingly, the study found that
social media users are interested in engaging nonprofit companies
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14. through their social media activities. It notes that close to half of the
“[a]ctive Internet Universe has already joined a brand community”
and that today’s Internet users create a “huge demand for more social
and interactive relationships with brands.” They also note that these
links do a lot to generate “brand loyalty, endorsement and sales”
(Universal McCann, 2010: 5). Clearly libraries aren’t interested in
sales, but perhaps we could substitute “circulation numbers” or “ref-
erence questions.” Perhaps the most heartening findings of the study
are the most often-cited motivations of those who join the branded
groups. They express a desire “to learn” (78.6 percent) and to “get
access to advance news of products” (76.1 percent) (Universal
McCann, 2010: 56).
There are hundreds of other studies that I could cite about the psy-
chological bases for marketing success in social media platforms, but
this volume is largely based on the assertion that all the evidence in
favor of social media ubiquity and usefulness in marketing make it a
worthwhile avenue for libraries to pursue. Now we must ask which
social media platforms we will choose to focus on, and why. How will
we measure the impact of our efforts in order to make useful changes
Introduction ᮣ 5
ᮣ Figure 1.1: Core Components of the Columbus (OH) Metropolitan Library’s
Long-Term Plan
Source: Figure provided courtesy of the Columbus Metropolitan Library.
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15. and spend our time wisely? While it is by no means the only answer,
or a magical fixer of all problems, strategic planning can be an
intensely useful framework for addressing these questions, saving
time and frustration, and giving employees a truer sense of what
patrons want from the library.
Where social media is a fairly new phenomenon, strategic planning
has long been tied to better success rates in a variety of organizations.
It has been used in the business world to help bring in revenue,
reduce time waste, increase employee motivation and inspiration,
decrease costs, and secure and keep customers (Miller and Cardinal,
1994; Schwenk and Shrader, 1993). Those successes have also been
found in libraries. A quick literature search for “strategic plan” and
“library” reveals hundreds of relevant case studies and advisory
articles. Library employees have been planning for technology for
years, but the new kid, social media, has spurred very little strategic
planning. Perhaps it is still too new, or perhaps we assume that strategic
planning is too time-consuming and limiting for social media, because
social media services change so frequently. Planning can seem cumber-
some, but, in the long run, it can help save time and focus creativity.
As a profession, we help others to sort out information overload, but
even librarians often feel overwhelmed by the informational hydra of
social media. A strategic plan can also help employees to realize that
they don’t need to be everywhere at once, nor can they be. By setting
a specific direction and set of initiatives based on patron needs and
wishes, we can direct our precious time more effectively. Short-term
or general goals can be used in conjunction with more specific
action plans in order to create a meaningful and flexible plan that can
generate user engagement and loyalty and focus librarian inspiration
and efforts. Additionally, the creation of a strategic plan will not
require you to start from scratch, and it will not necessarily add
initiatives without subtracting others. The assessment phase may
reveal that some of your efforts can be abandoned or repurposed to
make time for more useful initiatives, but it may instead show that the
services you’re already offering are right on target and help you to
make the decision to spend more time in those areas instead of
branching into new ones.
If you or your library has already engaged in strategic planning,
then the lessons you have learned will be relevant in creating your
strategic plan for social media. Strategic planning for social media is
not fundamentally different from strategic planning for your library
on the whole. As with any other plan, your blueprint for social media
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16. does not need to be highly formal and should not be excessively
detailed. It must be:
ᮣ Flexible
ᮣ Based on data
ᮣ Maintainable
ᮣ Regularly cared for
A well-written strategic plan will help you focus your energy and time
on the most relevant tools for your chosen population.
While strategic planning will not be the answer for every library, we
should seriously consider setting some strategy for organized, sus-
tained effort that will create meaning and useful content for patrons
on an ongoing basis. Many of the libraries with the most successful
social media services engage in some form of planning.
The next chapter will explore available models for your social
media strategic planning process.
Introduction ᮣ 7
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17. A
Accountability, creating, 84–85
Action items, writing, 4, 57–58
Additional planning cycles, beginning,
73
Addressing concerns about planning,
26–27
Administrative buy-in, getting, 23
Administrators, role of, 15–16, 22,
26–27, 72
Agnes Scott College, 33
Anecdotal evidence, use of, 34, 37
Art of Critical Decision Making, The
(Roberto), 50
Askanase, Deborah, 95
Assessment and social media strategic
plans, xii, 12
Assessment of patron needs, 31, 34–50
Audience environment scan, 36–42
Audience segmentation, 30–34
Avoiding overload in strategic planning,
9–10
B
Baer, Jay, 96
Bahavar, Shahla, 22, 95
Basic planning model, xi, 18
Best practices, 81–86
Bleeding edge technologies, role of,
37
Boston Public Library, 46
Branding, 93
Bryson, John M., 95
Building enthusiasm for, 23–27
C
Captivate, 40
Cause and effect, misattribution of,
58
Chapman, C.C., 97–98
Cheerleaders on the planning team, 16,
24–26
CiteULike, 2
Cognitive biases, recognizing and
avoiding, 48–50
Columbus Metropolitan Library, 4–5,
53, 54, 57, 58, 59
Comment editing, constitutionality and
legality of, 69
Common concerns and how to respond
to them, 25, 60
Common Craft, 97
Communication, x, 23–27, 66, 83
Consensus, achieving, 84
Content, creating, 38
Content Rules: How to Create Killer Blogs,
Podcasts, Videos, E-books, Webinars
(and More) (Handley and
Chapman), 33
Critical questioning and thinking, 83
Crowdsourcing, 41–42
D
Determining and managing employee
workload, 24
Digg, 2
Division of labor in implementation,
67
Documentation, maintaining, 81–82
ᮣ 105
ᮣ
INDEX
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18. Doing Social Media So It Matters
(Solomon), 72
Drafting, 55–65
E
ECAR Study of Undergraduate Students and
Information Technology (Smith and
Caruso), 48
Edwards, Alexandra, 21
Elizabethtown College, 71
Empire Avenue, 61
Etches-Johnson, Amanda, 48
Ethnographic research, 40–41
EverQuest, 3
External environment scan. See
Audience environment scan
F
Facebook, 2
analytics, 38, 41
and goals, 57, 59, 60
and marketing, 79
patron commentary/posting, 67, 68,
72, 93
target group use, 32, 33
use in case studies, 21, 47, 56, 79
why use, 25
Facebook Insights, 61
Facebook Places, 2
Fad social media platforms, usage of,
ix–x, 35–36
Fernandez, Joe, 97
Find the Future: The Game, 79
Flexibility, 17, 82–83, 89, 93
Flickr, 2, 21, 61, 79
Focus groups, 39–40
Formality levels, selecting, 20
Foursquare, vi, 2, 21, 79, 82
Fried Foster, Nancy, 44
Fusch, Daniel, 97
G
Gamification, 79, 98
Georgia Institute of Technology,
strategic planning document, 82
Georgia State University Library blog
plan, 12, 17–18, 54, 68, 69, 79–80
Goal-based planning, 20–22
Goals, writing, 4, 56
GoodReads, 2
Google Alerts, 61
H
Hammond, John S., 50
Handley, Ann, 97–98
Help writing, secondary sources on,
95–97
Hoang, Daniel, 96
Home Depot, social media presence, 72,
91
Hootsuite, 61
I
Improv Wisdom (Madson), 45
Incorporation/integration of social
media. See Social media
Individualism, planning for,
91–92
Internal environment scan. See SWOT
analysis
Internal guideline development, 70–71,
98
Interviewing, 38–39
Issues-based planning, 20–22
J
Jet Blue, social media presence, 72,
91
Jing, 40
Johnson, Kristen A., 71
K
Keeney, Ralph L., 50
Kho, Nancy Davis, 98
Klout, 61
Koerber, Jennifer, 46
Kooy, Brian K., 69, 98
Kroski, Ellyssa, 69, 98
L
Lady GaGa, 56
Lamar University, Mary & John Gray
Library, 55
Lascarides, Michael, 92
LibQual+, 79
LibraryThing, 2
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19. Library size and social media planning,
xi, 30–31, 34
LinkedIn, 2
LiveJournal, 2
M
Madison Public Library, 54
Madson, Patricia Ryan, 45
Magic button exercise, 44–46
March, James, 83
Marketing, 66, 75–80
Mashable Social Media Feed, 98
Mathews, Brian, 16
McDonald, Dennis D., 96
McGonigal, Jane, 98
McNamara, Carter, 3, 30, 96
Measures, writing, 58–60, 61
Measuring success, 59–60
Meetup, 2
Messenger Public Library, Aurora,
Illinois, 70
Metrics, 87–89, 97–99
Mission statement, definition, 53
Mission statement for social media,
drafting, 55
Mulder, Steve, 46
N
Negative patron comments, addressing,
68
New York Public Library marketing for
social media, 79
Ning, 2
Nonadministrators, role of, 15–16, 22,
72
O
OCLC/WebJunction, 87
OECD (Organisation for Economic
Co-operation and Development), 2
Ongoing effort, setting expectations for,
68, 72–73, 85
Online analytics and usage gauges, 37
Organic planning model, xi, 18–19
P
Patron assessment, 12, 33
Patron engagement, 4, 31, 92–93
Personas, 35, 46–48
Pew Research Center Internet and
American Life Project, 32
Plan implementation, 66–68
Planning
model, definitions and selection of,
xi, 18–22
for one department/service area,
10
preparation for, 15–22
short-term vs. long-term, 11
team recruitment and selection,
15–17
team role and charge, 17
Polls, 41
Posting frequency for social media,
68
Preferred futuring model, 22
Project, strategic, and long-term plans,
differences, 12–13, 65
Public services and social media, 10
Q
Quora, 3
R
Raiffa, Howard, 50
Reception of social media strategic
planning, 12
Reddit, 2
Responsibility, assigning, 66–67
Roberto, Michael A., 50
Rogers, Curtis R., ix, 99
Role of mission, vision, values in
strategic planning, 4, 52–55
Rule and handbook integration, 51
S
Sample strategic plans for social media,
62–65
San José Public Library, project plan
document, 82
Scalability, xi, 9–13
Schedule, setting and maintaining, 17,
29, 85–86
Schmidt, Aaron, 48
Schmidt, Valerie, 19
Second Life, 3
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20. Seeley G. Mudd Library, 54
Selecting target patron groups, 32–36
Simon, Herbert, 83
Social media
and businesses, ix, x, 4–6, 36
definition, 1–3
as feedback and assessment tool,
92
help doing and measuring, 97–99
impact measurement, 61
incorporated into library projects,
21
integrating strategic planning for
into the library’s strategic plan,
10
platform selection, 60
policy development, 69–70, 98
return on investment, ix
strategic planning, purpose/benefits
of, xii, 5–6
types, 1–3
Social networking sites, 1, 2, 3, 4, 23, 55,
82
Solomon, Laura, 72, 99
Stakeholders, identifying and creating,
16
Standards for social media, 12
State Library of South Carolina, ix
Statistics and data, use of, 23–24, 31, 34,
37, 42–50
Sticky note brainstorm exercise, 43
Strategic initiatives, writing, 4, 57
Strategic plan
adding vs. subtracting new projects,
6
characteristics, 7, 9, 13
structure, 4, 10–12, 30
time spent, 3–4
Strategic planning, definition, x, 3–4
Students and patrons, role of, 16
Success, celebrating, 84
SurveyMonkey, 41, 76
Surveys
case study, 39
as goal action item, 65
in marketing, 76
and polls, 40
question list sample, 42
target audience selection, 33
tools, 41
SWOT analysis, 50–52
T
“Thinking about the Hidden Traps in
Decision Making,” 50
Time management, 25, 52
Tone, setting and maintaining, 17, 86
Tone and voice in social media,
71–72
Training, for employees, 77
Transparency, 26
Trends, developing, 91–93
Truelson, Judith A., 22, 95
Tumblr, 2
Twitter, 2
as action item, 58
analytics, 38, 41
and marketing, 79
patron commentary/posting, 67, 68
patron communication, 12, 71–72,
91–92
target group use, 32
use in case studies, 21, 79
Twitter Search, 61
U
Universal McCann study (Wave.5: The
Socialization of Brands), 4, 32, 99
University of California at Santa
Barbara, 16
University of Rochester, 44
User Experience (UX) Design for Libraries
(Schmidt/Etches), 48
User Is Always Right: A Practical Guide to
Creating and Using Personas for the
Web, The (Mulder and Yaar), 46
V
Vara, Suzanne, 1, 72
Villanova University, 21
Vision statement, definition, 53
W
Watson Wyatt Worldwide, 53
Wave.5: The Socialization of Brands
(Universal McCann), 4, 32, 99
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21. Wiki Answers, 3
Wikipedia, 2
WordPress, 12, 38
Workplace culture, importance of, 51
World of Warcraft, 3
Y
Yaar, Ziv, 46
Yahoo! Answers, 3
Yale University Library, 54
YouTube, 2
analytics, 38
and student contest, 67
use in case studies, 21, 79
why use, 25
Z
Zoomerang, 41
Index ᮣ 109
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22. THE TECH SET
Ellyssa Kroski, Series Editor
Sarah K. Steiner
Strategic
Planning for
Social Media
in Libraries
11 12 13 14 15 16 17 18 19 20
LIBRARY AND INFORMATION TECHNOLOGY ASSOCIATION
StrategicPlanningforSocialMediainLibrariesSteiner
American Library Association
50 E. Huron Street
Chicago, IL 60611
1 (866) SHOPALA (866) 746-7252
This is the series to acquire and share in any institution over the next year. I think of it as a
cost-effective way to attend the equivalent of ten excellent technology management courses led
by a dream faculty! TECH SET®
#11–20 will help librarians stay relevant, thrive, and survive. It is
a must-read for all library leaders and planners.
— Stephen Abram, MLS, Vice President, Strategic Relations and Markets, Cengage Learning
“
”
Find out more about each topic in THE TECH SET®
VOLUMES 11–20
and preview the Tables of Contents online at www.alatechsource.org/techset/.
Each multimedia title features a book, a companion website, and a podcast
to fully cover the topic and then keep you up-to-date.
Strategic Planning for Social Media in Libraries is part of
THE TECH SET®
VOLUMES 11–20, a series of concise
guides edited by Ellyssa Kroski and offering practical instruction
from the field’s hottest tech gurus. Each title in the series is a
one-stop passport to an emerging technology. If you’re ready
to start creating, collaborating, connecting, and communicating
through cutting-edge tools and techniques, you’ll want to get
primed by all the books in THE TECH SET®
.
New tech skills for you spell new services for your patrons:
• Learn the latest, cutting-edge technologies.
• Plan new library services for these popular applications.
• Navigate the social mechanics involved with gaining buy-in
for these forward-thinking initiatives.
• Utilize the social marketing techniques used by info pros.
• Assess the benefits of these new technologies to maintain
your success.
• Follow best practices already established by innovators and
libraries using these technologies.
11. Cloud Computing for Libraries,
by Marshall Breeding
12. Building Mobile Library Applications,
by Jason A.Clark
13. Location-Aware Services and QR Codes
for Libraries, by Joe Murphy
14. Drupal in Libraries, by Kenneth J.Varnum
15. Strategic Planning for Social Media
in Libraries, by Sarah K. Steiner
16. Next-Gen Library Redesign, by Michael Lascarides
17. Screencasting for Libraries, by Greg R.Notess
18. User Experience (UX) Design for Libraries,
by Aaron Schmidt and Amanda Etches
19. IM and SMS Reference Services for Libraries,
by Amanda Bielskas and Kathleen M.Dreyer
20. Semantic Web Technologies and Social Searching
for Librarians, by Robin M.Fay and Michael P.Sauers
15
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